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Index
Prologue
Why This Book / Why Now
Should You Read This Book?
The Back Story
Three Strikes and You’re [supposed to be] Out
Over a Year Underwater
This Time I “Got It”
Too Much of a “Good Thing”
“I have an idea”
Insanity Returns
The Rest of the Story
Part I: THINK DIFFERENT
Chapter One: Human Performance (The Ultimate Frontier)
What is “human performance”?
An Enigma
Human Performance: The Nuclear Road
Taking Things to the Next-Level
“Human Performance” and its Impact Upon all of the Other Things You’re [Likely] Already Doing
Key Insights from Chapter One
What can you do with what you just learned?
Chapter Two: Third-Dimension Thinking
The Box
The Death of a President
Managing People Like Things
The Sirens of Performance Improvement
Analoculitis
The “Shiny Box”
Doing the ‘Right Thing’ at Three O’clock in the Morning
Level of Effort
Viral Accountability®
In Conclusion
Key Insights from Chapter Two
What can you do with what you just learned?
Chapter Three: The Practicing Perfection® Approach
Practicing Perfection®- What it’s NOT
What it IS
The 10,000-ft View
Focus on the Fundamentals
Constant And Never-ending Improvement (CANI)
The Foundation
The Precepts of Practicing Perfection®
The ‘System’
Proactive Accountability®
Tools
Engagement
Key Insights from Chapter Three
What can you do with what you just learned?
Part II: Minds, Hearts, and Souls (and HOW to Influence Them)
Chapter Four: Individual and Organizational Performance
Motivation
Motivation 101
Motivation 101-601
Maslow
Herzberg
PAM
Bringing it all Together
Influence
The Personal Screening Process
Individual Performance Model™
Into the Third Dimension
Key Insights from Chapter Four
What can you do with what you just learned?
Chapter Five: Proactive Accountability®
“Accountability”
The Great Divide
Mindset Revisited
Scarcity
Possibility
Crossing the Great Divide
Becoming Proactively Accountable
Backsliding
The Power of Synergy: Joint Accountability
Key Insights from Chapter Five
What can you do with what you just learned?
Chapter Six: Transform Your Culture (One Team at a Time)
“Culture”
The Myth
The Goal
Viral Change (VC)
Vital Behaviors
Viral Change Model
Peer Leadership (PL)
The Code of Honor
Key Insights from Chapter Six
What can you do with what you just learned?
PART III: DO DIFFERENT
Chapter Seven: Production vs Prevention
Safety Culture
Safety is NOT Your Top Priority
Principles, Traits, and Characteristics
Just Culture
Is it ‘safe’?
Is it ‘worth it’?
Key Insights from Chapter Seven
What can you do with what you just learned?
Chapter Eight: The Psychology of Human Error
Errors and Events
Types of Errors
The ‘Cognitive Control Hierarchy’
Drift and Accumulation
Human Error Traps
Error Elimination Tools™
Culpability
Recommended Reading
Key Insights from Chapter Eight
What can you do with what you just learned?
Chapter Nine: Engagement and Alignment
Alignment
Who (or what) is Driving Your Ship?
Your Rudder
Your Linchpin
A Players, B Players, and C Players
Command & Control Observation & Coaching
The “Shiny Box” Revisited
Looking For Negatives
The Real Value
Into the Third Dimension: Principle-Based Mentoring™
FOCUS (What to Look For)
People Doing Stuff Right
Drift & Accumulation
“Common Ground”
Vital Behaviors
ENGAGE
The PBM Process (Step Two): ENGAGE
Behavior Change Defined
The Three Hats
Interaction- the Core Four™ Method
FOLLOW-THROUGH
Achieving Zero Events
Key Insights from Chapter Nine
What can you do with what you just learned?
Chapter Ten: Your Blueprint for Next-Level Performance
To Train or not to Train
Putting it All Together
The “System” Revisited
The Human Performance Blueprint
Key Insights from Chapter Ten
What can you do with what you just learned?
Epilogue
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